A.   A mission statement defines the roles and responsibilities of an organization’s stakeholders, while a vision statement drives an organization to meet its goals.

B.   A mission statement defines the nature of managerial work within an organization, while a vision statement explains how managers should operate.

C.   A mission statement identifies the scope of a company’s operations, while a vision statement distinguishes the company’s desired outcomes from similar companies in the same industry.

A.   The vision statement and the mission statement are both meant to distinguish an organization from others in the same field.

B.   They are developed simultaneously.

C.   Vision statements and mission statements both describe an organization’s purpose for being in business.

A.   get stakeholders on the same page

B.   outline daily routines of followers

C.   let customers know what they are buying

A.   They influence employee motivation.

B.   They solidify brand identification.

C.   They increase annual revenue.

A.   a detailed narrative of the organization’s founding and history

B.   a thorough understanding of all the organization’s functions

C.   a comprehensive assessment of the organization’s finances

A.   by surveying followers to get an idea of their personal endeavors

B.   through collaboration of multiple stakeholders in a lengthy process of research and refinement

C.   by writing down a leader’s personal ideas and insisting others follow them blindly

A.   developing a globally minded vision easily understood by all of an organization’s employees

B.   instituting a collaborative vision that incorporates input from all employees

C.   creating a shared vision of an organization that’s highly regarded by all employees

A.   It sets followers on the right direction to reach the company’s goal.

B.   It helps to remind followers of the charismatic qualities of a leader.

C.   It tells followers exactly what to do and how to do it.

A.   effectively explains what needs to be done

B.   signals their years of leadership experience

C.   allows the employees to decide what to do

A.   to define how an organization will make the world a better place

B.   to communicate an ideal end state of where a company hopes to be

C.   to explain what an organization does and why it does it

A.   where

B.   who

C.   what

A.   by identifying constraints on their operations

B.   by deciding on their course of action

C.   by considering their desired outcomes

A.   through access to products

B.   in successful businesses

C.   across the globe

A.   lists an organization’s products and services

B.   explains an organization’s focus to its stakeholders

C.   outlines the steps an organization has taken to grow

A.   by describing the company’s market niche

B.   by explaining the company’s philosophical values

C.   by describing the company’s concept of self

A.   employee welfare

B.   philosophical values

C.   areas of operation

A.   Barnes & Noble

B.   Lockheed Martin

C.   Amazon

A.   a set of official rules that govern company behavior

B.   shared assumptions, beliefs, and values that guide employee behavior

C.   relations between company management and staff

A.   because it is something that most managers try very hard to conceal from their workers

B.   because it normally only affects the executive team and the most senior managers

C.   because it is usually communicated more through social cues than through written policies

A.   Culture can postively impact employee morale, but it doesn’t affect things like profit or market growth.

B.   An appropriate company culture tends to improve overall performance.

C.   Culture that doesn’t fit a company’s surroundings has no impact on performance.

A.   by weakening the brand

B.   by undermining discipline

C.   by discouraging innovation

A.   The company’s offices feature mahogany desks and credenzas, gold name plates on the office doors, and reserved parking places.

B.   The company’s managers are expected to be innovative and flexible.

C.   The company’s leadership believes that teamwork is important and employees are more productive in open workspaces.